Conflict Resolution and Defunding the police

Intercultural Communication

Dr. Janice Barrett

How Cultures Collide

1. Culture is implicitly & explicitly learned ... it is a system of interrelated values, beliefs, behaviors, perceptions, attitudes, customs and ways of communicating ( both verbal & non-verbal) they are shared, expected and accepted by others in similar groups .. we are usually unaware of our own culture until we leave it and interact with those who are culturally different

2. Conflict between people of differing cultures occurs when values, beliefs, expectations, perceptions and attitudes clash. Values, interests, traditions & ways in which disputes are resolved change from culture to culture.

3. Context and communication are interwoven... a cultural approach to conflict assumes differences as each culture is unique and conflict must be considered within context of each culture and intercultural communication

(Hall& Mehrabian)

4. Reasons for studying inter cultural communication & conflict:

a. interpersonal adjustment for effective interaction in culturally diverse environments & international settings

b. job skills of inter cultural communication that are useful in negotiating contracts & resolving differences with employees, peers and customers (both in the substance and process of communication)

c. cosmopolitanism in a world of emerging social and economic interdependence of multinational corporations and other institutions

d. global peace depends on our understanding of one another and our recognition of how cultural differences enrich the human experience

high context cultures need less legal paperwork...they need to know you before a relationship can develop .... they depend more on the power and influence of social networks of family, friends and colleagues to confirm the existence of an agreement...commitment is greater in high context cultures, where there are often rigid class structures, group orientation and strong family structures...they get their information from several sources & they often depend on third parties to end disputes

low context cultures rely heavily on individualism, linear time frames, a strong sense of self identity, direct verbal expression and legal contracts, they get down to business very quickly

Western cultures, for the most part, value independence, individualism and a strong sense of self identity in forming associations with others.

Eastern cultures, on the other hand, value constant and close identification with a variety of groups, beginning with the family

For Americans, negotiations are a problem solving process in which open intellectual debate & argument is acceptable and often stimulating to he participants ... Americans often perceive negotiations as an opportunity to sit down & directly forge an agreement through debate, confrontation, by being persuasive & articulate... individuals & small groups often have the authority to change positions, to compromise outcomes & to trade concessions. Americans assume that all negotiations take place at the bargaining table & out in the open, not behind the scenes. Americans- use courts, litigation as third party in disputes...Jury & Judge= neutral, uninvolved & decision based on merits of case win/lose outcome (no compromise).

In Middle East & Asian countries, third parties often used: "Mediation" = elders/ whose held in high esteem in community

Arabs are highly " contexted" ... in the Middle East- "WASTA" (avoid loss of face, still resolve problem) is very important --- they examine entire circumstances in order to understand why events are happening...they understand personal diplomacy... more emphasis on personal contact & less on procedures .. it's a top man culture that has no intermediaries, as Americans do, between the top and bottom of an organization ...(that's why they liked President Carter's willingness to personally become engaged in the peace talks) ... they tend to depend on outsiders to intervene in disputes ( so they were receptive to Kissinger's "shuttle diplomacy")

The British, who are very civil & reserved, like a tone of understatement and inference .... they like to conduct their business properly, without offending anyone .... they do not like aggressiveness, overt ambition, bragging or hard sell tactics ... although they are good negotiators, they do not like bargaining in general ... most of their own " gentleman'" agreements have been confined to the few in their own stratified circles who are socially well connected, wealthy and influential.... however, the global nature of today's business dealings has required that they deal with people put aside their traditional networks ... a clear, low-key, reasonable approach and calm, somewhat reserved manner works best with them

The ancient Chinese practice of "guanxi" is fundamental to forming networks, social connections and group cohesiveness ...it is a personal and reciprocal bond that occurs between 2 or more people for the purpose of assuring an exchange of goods, services and benefits .... because the Chinese depend on his "guanxi " connections to sustain him he continually maintain & expand his network .....they often use go betweens to "save face" .... this practice can result in Chinese distrust & disregard of strangers, because anything of consequence is rarely transacted outside his network.... "guanxi " provides goods and services, not friendship for its emotional content, as Americans do.

The French are very formal & deliberate in all their negotiations and uncomfortable with launching right into business .... they first like to know their prospective business partners, assess their personal compatibility & build trust ... they love to debate all the issues ... successful negotiations with the French require one convince them of the merits of your position, product or service through intellectual debate, not flashy presentations or high pressure techniques

Business in Greece is very personalized .... family connections, political connections, business connections, long - term connections are all very important, so the quality of the personal relationship is very important ... Greeks are candid, but they often take a softer, less direct approach than Americans and they often look for deeper meanings behind the face value of what has been said....a contract in Greece is viewed as an evolving document of agreement that is subject to change if after it's been signed & awarded

For most Indians , their conduct is governed by dhrama, the expected conduct of class, caste and limits of individual character and polis, the community and family of living persons and "spirit helpers", such as ancestral spirits and their gods & goddesses. The Indian reincarnated self exists outside the parameters of time & space, & conflicts with others are often interpreted as the karma of a previous lifetime .... the relational emphasis is on man's connection with the cosmos and acceptance of one's fate

Italians are most interested in the quality of the product and the polish and elegance of the presentation ..... they take great pride in their business expertise and their individual executives and representatives ... they react well to negotiators who are not only clear & organized, but also interested in their art, history and culture... most Italian businessmen are competent and confident negotiators who enjoy the process

The Japanese treat negotiation as a ritualistic enactment of an agreement that has been hammered out behind the scenes ... the Japanese negotiation style is characterized by intuition, indirectness, disguising real feelings, avoidance of self - praise, and diligent information gathering about the other side's needs and intentions....the family and the village are key, with the needs & desires of the individual submitted to those of the group ... everyone in Japanese society is ranked vertically, slightly below or above everyone else , so the social hierarchy dictates the role of the buyer & seller very differently in Japan .... most Japanese buyers expect & receive deference from the seller ... the Japanese consider what is good for the group as their ultimate aim ... they are embarrassed & disturbed by open debate, disagreement, confrontation, and displays of power ... they prefer persuasion behind the scenes, arrived at by group consensus ... individual Japanese negotiators have limited authority & flexibility to make decisions without constantly checking back with their supervisors

The Spanish and Portuguese emphasize friendship, knowing & liking a business associate, as a prerequisite for negotiating any agreements or contracts ..... long, leisurely lunches are integral to developing these personal associations .... do not discuss business before after dinner drinks are served

West Germans are technically oriented, disciplined and orderly ... during negotiations, their manner is direct & factual ... they are conservative & methodical in their approach ... they value privacy and strive to keep their private & business lives separate.... sensational sales presentations, & glitzy, showy packaging will not be effective ... neither will the use of hyperbole, excessively familiar mannerisms or gimmicks

Source for material in this handout: Weaver, Gary, ed. (1994) Culture, Communication and Conflict. Simon & Schuster Publishing, Needham Heights, MA.